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COMPETENCY MAPPING

INTRODUCTION
Competence
Performance
Managing Change
Competency Mapping: A tool

SUMMARY

CONCEPT OF ROLE AND COMPETENCIES
COMPETENCY MANAGEMENT FRAMEWORK
COMPETENCY IDENTIFICATION
COMPETENCY ASSESSMENT
COMPETENCY DEVELOPMENT
CONCEPT OF ROLE
Expectations of significant others and self
Linking concept
Individual
Team
organization
Different from position
CONCEPT OF COMPETENCY

Skill:
Ability accomplish
Talent:
Inherent ability
Competency:
Underline characteristics that give rise to skill accomplishment
Knowledge, skill and attitude
DEFINITION

First popularized by Boyatzis (1982) with Research
result on clusters of competencies:
A capacity that exists in a person that leads to
behaviour that meets the job demands within
parameters of organizational environment, and that,
in turn brings about desired results
COMPETENCY Vs. COMPETENCE
Competency: A person- related concept that refers
to the dimensions of behaviour lying behind
competent performer.
Competence: A work- related concept that refers to
areas of work at which the person is competent
Competencies: Often referred as the combination
of the above two. Ex: UK organizations
Woodruffe (1991)

TYPES OF COMPETENCIES
Generic or specific:
Threshold or performance:
Basic competencies required to do the job, which do not
differentiate between high and low performers
Performance competencies are those that differentiate
between high and low performers

Differentiating Competencies:
Behavioral characteristics that high performers display
COMPETENCIES APPLICATIONS
Competency frameworks: Define the competency
requirements that cover all the key jobs in an
organization. This consists of generic competencies.

Competency maps: Describe the different aspects of
competent behaviour in an occupation against
competency dimensions such as strategic capability,
resource management and quality.

Competency profiles: A set of competencies that are
require to perform a specified role.
Armstrong (1999)
MACRO VIEW OF COMPETENCY MANAGEMENT


Organizational Strategy

Vision, Mission, Values, Strategic,
Intent, Corporate Governance,
Corporate Social Responsibility & Ethics
Business Strategy

Business Plan & Goals, Culture
People, Technology
Teamwork Strategy

Leadership, Communication
Conflict Management, Interpersonal
Skills, Project Orientation, Self
Managed Teams (SMT)
Role Strategy

Ability, Autonomy, Multiskilling,
Task identity, Performance
Evaluation & rewards and performance
development
Core Competencies
(Organizational wide)
Business Competencies
(SBU specific)
Team Competencies
(Project driven)
Role Competencies
(Role wise)
Stakeholder Interest

Market Positioning
Achieving Business Targets

Employee Satisfaction
Profit Center Orientations

Team Development & Synergy
Performance Accomplishment

Individual Development
STRATEGIC FRAMEWORK COMPETENCY FRAMEWORK COMPETENCY MODELING
FRAMEWORK
MG Jomon.(2004). Unpublished




PROGRAM DESIGN AND IMPLEMENTATION : THE MODEL



COMPETENCY FRAMEWORK
1. Core competencies
(Organization wide
2. Business competencies
(SBU specific)
3. Team Competencies
(project driven)
4. Role competencies (Role
wise)
COMPETENCY IDENTIFICATION

1. Identification process (4 steps)
2. Consolidation of checklist
3. Rank Order and finalization
4. Validation and Benchmark
COMPETENCY ASSESSMENT
1. Psycho-metric tool
2. 360 Degree approach
COMPETENCY
DEVELOPMENT
1. Maturity framework &
matrix
2. Areas of improvement
3. Action Plan
COMPETENCY
MAPPING
1. Strategy-Structure
Congruence
2. Structure Role
Congruence
3. Vertical &
horizontal Role
linkages
4. Positioning to bring
in competitive
advantage
INTEGRATION OF HR
FUNCTION
1. PMS 5. R&S
2. CP & CD 6. RS
3. SP & SD
4. T&D
MG Jomon.(2003). Unpublished
COMPETENCY MODELING
Less rigour More rigour
CRITERIA: Validity, Applicability, Speed, Satisfaction

MG Jomon.(2004). Unpublished
ROLE COMPETENCIES
A set of competencies required to perform a given role
Each competency has a skill set

Dr. MG J omon, XI MB
IDENTIFICATION OF ROLE COMPETENCIES

Structure and list of roles
Definition of roles
Job description
Competency requirement

STRUCTURE AND LIST OF ROLES: STEPS

Organizational structure study and examination
List all the roles in the structure
Identify redundant and overlapping roles
Final list of roles

DEFINITION OF ROLE: STEPS

Identify KPAs of the role
Link the KPAs with Dept. and Organizational goals
State the content of the above in one or two sentences
Position the role in perspective with that of others


JOB DESCRIPTION: STEPS

List down all the activities/tasks
small and big
Routine and Creative
Categorize activities under major heads

COMPETECNY IDENTIFICATION: STEPS

Identify against each activity the following:
Role holder interview and listing
Internal/External customer interview and listing
Star performer interview and listing
Role holder critical incident analysis
Consolidate the above and make a checklist of competencies
Rank- order and finalize on 5/6 competencies critical to the
role



COMPETENCY ASESSMENT

Following methods are used:
Assessment/Development Centre
360 Degree feedback
Role plays
Case study
Structured Experiences
Simulations
Business Games




COMPETENCY ASESSMENT

360 degree approach:
Self
others
Internal/External Customers
Boss/peers/Subordinate



COMPTENCY DEVELOPMENT

Role
Identified
competencies
Assessment
result
Areas of
improvement

Action plan
COMPETENCY MAPPING

Strategy structure congruence
Structure Role congruence
Each role to be unique
Non-Repetitive
Value adding
Vertical and horizontal role congruence
Ensure non repetitive tasks in two different roles
Ensure core competencies for each task
Link all the above and position to bring in competitive advantage
DELIVERABLES
1. Role Directory
2. Competency profiles
3. Competency Map
4. Competency based HR systems t
5. Recommendations: Rationalization of structure and manpower
6. Institutionalization of interventions
7. Organization Diagnosis Report
INTEGRATION OF HR SYSTEMS
(Competency based HR practices
Reward System
Performance
Management System
Recruitment &
Selections
Career Plan & Career
Development
Competency requirement
Competency availability
Competency acquisition/
Development
Succession plans &
Succession
Development
Training
/development Plans
& Programmes

CONCLUSION

Inadequate Role Competencies -Two options:
Develop the competencies within a timeframe
Quit the Role
No option other than to perform
HRD function to ensure competencies in each role